positive labor

8/13/2019 Positive Labor

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Keeping Your Employees Happy and Your Production Profitable

Positive Practices in

Farm Labor Management

Photo credit:Judith Redmond

Photo credit: Judith Redmond

Photo credit: Rex Dufour

Photo credit: Rex Dufour


Farm Labor Management

COLUMBIA

FOUNDAT ION

www.attra.ncat.org

1-800-346-9140


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Positive Practices in Farm Labor Management

California Institute for Rural Studies www.cirsinc.org National Center for Appropriate Technology www.ncat.org2

Table of Contents

Photocredit:JudithRedmond

The positive practices identified in this handbook are arranged in order of importance from

the perspective of employees interviewed for CIRS research conducted in 2006.

These factsheets define the practices, offer suggestions and examples of how to implement

them, explain their benefits to the farm, and provide resources for more information.

Introduction: Creating a Triple-Win Situation for Farmers,Employees and Agricultural Communities......................................4

1. Respectful Treatment ......................................................................5

2. Fair Compensation .........................................................................6

3. Year-Round Employment ...............................................................7

4. Traditional Benefits.........................................................................8

5. Non-Traditional Benefits ................................................................9

6. Safe and Healthy Workplace .........................................................10

7. Direct Hiring and Recruitment ....................................................11

8. Team-Based Management Structures.............................................12

9. Open Communication and Decision-Making...............................13

10. Opportunities for Professional Developmentand Advancement .................................................................... 14

Adding Value to Your Products with Positive Labor Practices:

A Guide to New Market Opportunities .................................... 15

Further Agricultural Labor Management Resources ....................... 16


Photocredit:JudithR

edmond

Photocredit:RexDu

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California Institute for Rural Studies www.cirsinc.org National Center for Appropriate Technology www.ncat.org

Keeping Your Employees Happy and Your Production Profitable

About this PublicationThis handbook is based upon Best Labor Practices on 12 California

Farms: Toward a More Sustainable Food System by R. Strochlic &K. Hammerschlag, published in 2006 by the California Institute for

Rural Studies, www.cirsinc.org

Nine of the farms in the study are certified organic, two are mixedconventional and organic, and one uses low-input sustainable

agriculture practices. Eight are family-run medium-sized opera-tions, with fewer than 70 employees and annual revenues between

$600,000 and $2.5 million. Four are larger, with labor forces ranging

from 80 to 4,000 employees and revenues from $10 million upwards.

The publication of this handbook is made possible by the generous

support of the Columbia Foundation, the Western Center for Risk

Management Education (WCRME), and the Western SustainableAgriculture Research and Education Program (WSARE).

Do you want to improve working conditions on your

farm but . . .. . . arent sure whats most important to employees?. . . dont think you can afford to?

. . . dont know where to start?

Te 10 Positive Practices described in this handbookwill provide you with specific ideas and strategies to:

Improve employee satisfaction and retention Increase productivity while reducing costs

Improve access to markets seeking products fromfarms with fair labor practices

is handbook highlights a broad range of positivelabor practicesincluding many that are no-cost orlow-costthat can help to improve worker satisfactionand retention on your farm.

e information is based on recent case-study research

conducted by the California Institute for Rural Stud-ies, located in Davis, California. Interviews withfarmers, farm managers and over 100 employees on 12farms throughout California have demonstrated thatpositive working conditions for farm employees can,and often do, go hand-in-hand with healthy profits forfarm businesses.

For more information about this study or handbook,or for information about where to get technicalassistance to help you make changes on your farm,please contact:

e California Institute for Rural [email protected]

About ATTRAthe National Sustainable Agriculture

Information Service

ATTRA offers hundreds of publicationsmany in Spanishon

organic and sustainable agriculture topics including marketing, crop

production, processing, livestock, composting, ecological soil & pest

management, farm energy, and agroforestry.

All of these publications, including a list of all ATTRA materials, can be

downloaded free of charge at ATTRAs website,www.attra.ncat.org.

Paper copies can be ordered by calling the toll-free telephone line,

800-346-9140; en espaol: 800-411-3222.

ATTRA is a project of the National Center for Appropriate Technology

(NCAT). To learn more about NCAT, see page 16.



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Strategiesfor how to imple-

ment these practices fall intolow-cost, medium-cost and high-cost categories. Youll notice howmany things you can do withvery little monetary investment!

Low-Cost Strategies

Respectful treatment

Regular acknowledgement andappreciation

Free food from the farm Personal loans

Policies and mechanisms forcommunication andinformation sharing

Clear grievance procedures

Flexible work schedules

Safe and healthy workenvironment

Diversity of tasks

Allow social services to conduct

on-farm outreach Celebrations, team-building and

appreciation parties

Medium-Cost Strategies

Bonuses and profit-sharing

Year-round employment

Paid time off

Retirement plans

Educational assistance

Opportunities for training, skill

acquisition and professionaladvancement

High-Cost Strategies

Higher wages

Health insurance

Creating a Triple-Win Situation for Farmers, Employees

How do growers benefit

from the practices identified

in this handbook?

1. Increased retention and reducedtraining costs:One farmer, witha retention rate of approximately90%, estimates annual savingsof approximately $20,000 to$30,000 as a result of reduced

training costs.

2. Reduced management costs:Motivated and committed em-ployees require less supervision.Farms with fewer foremen ormanagers can save thousands ofdollars while increasing workersatisfaction.

3. Improved product quality andbetter prices:A skilled, knowl-

edgeable and committed work-force translates to higher qualityproducts.

4. Reduced accidents and lowerworkers compensation rates:Reduced pesticide exposure onsustainable and organic farms,a slower pace of work, diver-sity of tasks, and teamwork inlifting heavy items can reduceaccidents, injuries, and workers

compensation costs.5. A more stable, knowledgeable,

and trustworthy workforce:Employees who feel respected,valued and trusted are morelikely to work harder and feelcommitted to the success of thefarm business.

and Agricultural Communities

Ten Positive Farm LaborManagement Practices

Employees interviewed by CIRS in2006 identified the workplace con-ditions they most value. is list isarranged in those employees orderof importance.

1. Respectful Treatment

2. Fair Compensation

3. Year-Round Employment

4. Traditional Benefits

5. Non-Traditional Benefits

6. Safe and Healthy Workplace

7. Direct Hiring & Recruitment

8. Team-Based ManagementStructures

9. Open Communication andDecision-Making

10. Opportunities forProfessional Developmentand Advancement



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1. Respectful Treatment

Before, I worked with a contractor

and I was treated badly. Here thereare policies. No one says anything ina mean way. Tey say please. Tatmeans a lot. When you are happier

you work harder.

Employee, Central California

What does this mean?

Respectful treatment encompassesa broad range of issues includingpositive communication styles,direct grower-worker communica-

tions, a healthy work environment,and decision-making structuresthat recognize the contribution andvalue of each employee. Many farmemployees cite respectful treatmenton par with or higher than wages interms of importance.

How do I implement this practice?

Create and enforce policies abouthow employees are to be treated.

Provide formal training forsupervisors and foremen aboutrespectful communication styles.

Survey employees to find out whattheir needs are, both personal andprofessional.

Provide employees with a degreeof freedom to take care of personaland family needs.

Check in with employees, inquireabout their personal lives, etc. Show

that you care about them as people. Show regular appreciation for your

employees. Celebrate birthdays,successful completion of projectsor company goals. Even a simplethank you and personal recognitionof a job well done goes a long way.

What are other farmers doing?

One Northern California diversifiedfarm has a no-yell policy. Supervi-sors are not allowed to yell at anyone.

Farm-Level Benefits

Increased employee loyalty Higher retention rates

Higher productivity

Low cost to implement

Increased employee loyalty andsatisfaction

Additional Information and Resources

Ag Help Wanted (Chapters 4 & 6)by Rosenberg et al., 2002.www.aghelpwanted.org

Labor Management in Agriculture(Chapters 9 & 12)by G. Billikopf, 2003.www.cnr.berkeley.edu/ucce50/ag-labor/7labor/001.htm

We come back here each year because

of the way people are treated,

even though the money is a little less.

Employee, California North Coast

Photo

credit:RexDufour

Its important to treat all employees with respect in every aspect of work.


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2. Fair Compensation

Piece Rate vs. Hourly WagesWhile employees note that they can make more money per daywith piece rate, they also note that piece work is short-term andgenerally followed by underemployment, so that total incomeunder the two systems is comparable. Farmers note thathourly wages usually result in higher quality work and feweraccidents, although carefully designed piece-rate systems canhave advantages for both employers and employees.

We work harder here because weknow that if the farm does well, we

do well. At the end of the year, thereare bonuses. In other places where Iworked, they dont have bonuses.

Employee, Central Coast

What does this mean?Fair compensation rates a closesecond to respectful treatment interms of what is most important tofarm employees. Farm businesses inCalifornia typically spend 40-70% of

costs on employees and wages. Whilemost farmers would like to be ableto offer their employees a wage thatprovides for the needs of an averagefamily, this is not always possible.However, when all forms of com-pensation and benefits are taken intoaccountprofit-sharing, bonuses,health insurance, retirement plans,paid time off, housing assistanceand food from the farmthe totalvalue of compensation can increase

significantly.

We pay minimum wage and usethe bonus [profit-sharing] programto supplement that. Tat enablesus to protect ourselves in a bad year,since once you raise the minimumwage you cant go back. It gives usmore flexibility.

Employer, Central Valley

How do I implement this practice?Ensure that your pay scales incor-

porate both external equity (how

it compares to wages offered onother farms) and internal equity(how employees are paid withinthe business).

Offer incentives at least once peryear. Some farms provide bonuseson employees birthdays or as areward for staying through theend of the harvest.

Communicate clearly and consis-tently with employees abouthow profit-sharing and bonuses

are calculated and how the farmis faring financially to avoidadverse impacts on morale andsatisfaction.

Account for cost-of-livingincreases when making wageadustments.

Create consistent pay levels basedon skill and responsibility. Rewardinitiative whenever possible.

What are other farmers doing?One mid-sized diversified farmprovides seasonal and permanent

employees with approximately$40,000 in profit sharing each year,the equivalent of 25 to 50 cents perhour. Profits are distributed twice peryearduring the harvest andat the end of the yearas a meansof thanking and incentivizingemployees.

Farm-Level BenefitsIncreased employee motivation Higher productivity

Profit-sharing is a risk manage-ment strategy for growers.

Additional Information and Resources Employment Standards Admin-

istration, Department of Labor(includes minimum wage stan-dards, workers compensation info,required posters, etc.)www.dol.gov/esa

Ag Help Wanted (Chapter 5), by

Rosenberg et al., 2002.www.aghelpwanted.org.

Labor Management in Agriculture(Ch. 7 & 8) by G. Billikopf, 2003.www.cnr.berkeley.edu/ucce50/ag-labor/7labor/001.htm

Farmworkers put their

bodies at risk every

day . They deserve fair

compensation for the

difficult and valuable

work they perform.

Photocredit:Judith

Redmond


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We provide year-round employ-ment. Tats huge. It means that

our workers can live here with theirfamilies. Tis is their communitynow. Families go to school here. Kidslearn English. Tey are part of thecommunity now.

Employer, Sacramento Valley


Farm employees identify year-roundemployment as one of the condi-tions they most value, after goodwages and respectful treatment.In addition to a steady incomeand job security, year-round workenables employees to maintain astable family life, with benefits fortheir children and communities. Apermanent workforce is also goodfor business. With increasing laborshortages, growers have access to asteady supply of labor. High reten-tion rates keep recruitment andtraining costs low, while year-round

production increases grower rev-enue.


Diversify crop mix to allow foryear-round production.

Contract with neighboringfarms or other businesses toprovide employment for work-ers when there is little work onyour farm.

Hire field staff to help withmaintenance and repairs duringthe winter.

Include value-added productsthat can be made and sold dur-ing the winter.


A Ventura County, Calif., farmplants 40 crops on 30 acres, fourtimes a year, creating year-roundwork for 10 to 12 people and sea-sonal work for an additional 15.

A vineyard contracts with aneighboring olive grove to provideemployment during Decemberand January, when there is nowork at the vineyard.

Farm-Level Benefits

Winter cropping schemes im-prove market retention

Increased revenue from added-value products

Increased labor retention


3. Year-Round EmploymentAdditional Information and Resources

ATTRA publication:Season Extension Techniquesfor Market Gardenershttp://attra.ncat.org/attra-pub/seasonext.html

Check with your local Ag Ex-tension office for ideas aboutdiversifying your crop mix.

Publication from theUniversity of CaliforniaSustainable Agriculture

Research and EducationProgram:How to stabilizeyour farm work force andincrease profits, productivity,& personal satisfactionwww.sarep.ucdavis.edu/pubs/pubs.htm

Drivers from a Yolo County farm visit a school in Oakland to talk about the farms Com-

munity Supported Agriculture program. The classroom teacher is on the left.


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Housing has been a huge issue.Its a commitment of ours to help

folks find housing. When anythingis available, we snap it up. We signa lease. We make sure the rent gets

paid, even when there arentworkers there.

Employer, Northern California

What does this mean?Traditional benefits include a broadrange of support mechanisms foremployees such as health insurance,

retirement plans, paid time off, lifeinsurance, and free or subsidizedhousing. Farm employees rely onbenefits to supplement what theyearn by wages. Access to benefitscan greatly improve the health andwell-being of farm employees andtheir families.

How do I implement this practice?Health Care: Provide some form

of health insurance to all workers.

If costs are prohibitive, provideon-farm access to mobile clinics,health screening and educationprograms, and referrals for locallow-cost health care resources.

Housing:Provide free or subsi-dized housing for employees. Ifyou cant provide housing your-self, then help workers locatelocal housing and negotiate rentalagreements, or provide housingstipends as a bonus.

Paid time off:Offer paid vacationto employees working until theend of the year. Offer increasingamounts of paid time off for long-term employees.

Retirement benefits:Encourageemployees to save for retirement

by matching contributions (up to5% of wages) made by employees.

Flexible scheduling:Allow em-ployees to take time off to takecare of personal and family needs.

Overtime pay:Provide overtimeafter eight hours per day or 48hours per week.


Growers in Napa County,Calif. have instituted a $10/acreself-assessment to help subsidize

farmworker housing. e Ventura County Ag

Futures Alliance AgriculturalHealth Cooperative has beenworking to promote improvedaccess to health care for farmemployees. eir health-careinitiative includes (1) promotingthe adoption of workplace well-ness policies and procedures,(2) health education, (3) improv-

ing access to affordable healthinsurance for employers, and(4) on-site health services at farms.ey promote increased access tohealth insurance by seeking grouprates through the WesternGrowers Association ClinicasPlan, which offers a low-costmonthly premium ($20-$40) forfarm employees and their families.

http://agfuturesalliance.org/ventura

Farm-Level Benefits

Increased labor retention Increased employee satisfaction

and motivation

Reduced workers compensationrates: Some insurance companiesoffer reduced rates if employeeshave health insurance.


Ag Help Wanted: (Chapter 5),Rosenberg et al., 2002.

www.aghelpwanted.org Ventura County Ag FuturesAlliance, a coalition of growers& other community members,has a number of publicationsdescribing their innovative effortsto improve worker access tohealth care and housing. Ag

Worker Health Access: A Com-prehensive Local Solution,VCAF Alliance Policy Paper #6:http://agfuturesalliance.org/ventura/?c=Policy-Papers

To find a migrant clinic in yourarea, search the website of the U.SHealth Resources & Services Ad-ministration (http://ask.hrsa.gov/pc)or consult the Migrant ClinicianNetworks directory of migranthealth centers and primary careassociations:www.migrantclinician.org/healthcenters/healthcenterdirectory.php

4. Traditional Benef its

Photocredit:RexDufour

It can be very helpful for employerswho

have local connections and are familiar

with the regional housing marketto help

employees find housing and negotiate

rental agreements.


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You can bring all the food homethat you want. We are eating a lot of

vegetables. We all have more to eat. Employee,

Central Coast, California


Non-traditional benefits include abroad range of innovative strate-gies to help employees and theirfamilies. Due to language barriers,documentation status, and eco-nomic constraints, farm employeesoften dont have access to, or dontknow how to access, many of thepublic services and institutions thatare available in our communities.Employers can help to connectemployees with valuable service pro-viders, or at times, provide some ofthose services themselves.


Encourage employees to take homefood from the farm on a regularbasis. Employees report improveddiets for themselves and their fami-lies and significant cost savings.

Provide no-interest personal loansthat employees can pay backthrough payroll deductions orretirement plans.

Allow social service agencies toconduct outreach on the farm.Pay employees for the time spent

attending those sessions. Contribute to community projects

that support agricultural work-ers such as childcare centers andhealth clinics.

Provide education assistance forwork-related courses.

Offer scholarships to supportemployees children who attend

college. Provide referrals for social services

or legal/immigration assistance.

What are other farmers doing? A grower in Fresno County offerseach worker access to one acre offarmland that can be used for pro-ducing cash or subsistence crops.

A farmer in Ventura County

provides on-farm English classes foremployees in the evenings.

Farm-Level Benefits

Increased labor retention Increased worker satisfaction and

motivation

Additional Information and ResourcesContact these national organiza-tions to find resources in yourcommunity:

Legal/Immigration AssistanceAmerican Immigrant LawFoundation:

www.ailf.orgImmigrant Legal Resource Center

www.ilrc.org

EducationNational Association of State Di-rectors of Migrant Education:

www.nasdme.org/index.htmlNational Migrant and SeasonalHead Start Association:

www.nmshsa.org

5. Non-Traditional Benef its

Photocre

dit:RexDufour

On-farm educational sessions can help employees understand how businesses operate or

they can address some other common interest.


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Workers contracted by farm laborcontractors (FLCs) have no loyalty

to the farm A farmer using theFLC system cant really be goodto his workers either. He may paya better wage, but the FLC may

pocket that. Te farmer also losescontrol over work practices. You canhave abuses going on, but you donthave to be responsible for them. Itsa good way for farmers to protectthemselves from liability, but it isnegative in most regards.

Employer, Central Valley, Calif.

What does this mean?Roughly 1/5 of agricultural labor inthe U.S. (and 1/3 in California) arehired through Farm Labor Con-tractors (FLCs). While FLCs canalleviate some of the challenges, li-abilities and costs of direct employ-ment, growers who are interested inproviding positive labor conditionsfor their employees have much lesscontrol about how employees aretreated and compensated. By prac-ticing direct hiring and recruitment,growers can have greater controlover product quality.

How do I implement this practice? Recruit new employees via other

farmworkers; this way your em-ployees may be related or from asimilar region. Employers reportthat this results in a more cohe-sive workforce with less interper-sonal conflict.

Prepare written job descriptionsfor new positions. Recruitment,hiring and management will gomore smoothly if everyone is clearabout the duties the employee willbe responsible for.

Invest time into finding the rightperson for the job to save time

and money later. Use a systematicprocess to determine who to hire,including interviews, applications,performance tests, and referencechecks.

What are other farmers doing?A farm in the Central Valley ofCalifornia negotiates above mini-mum wage rates for workers em-ployed by FLCs, provides safety andquality training to FLC workers,

uses its own supervisors to ensurehigh quality work and safe, respect-ful conditions, and requests thesame FLC crew each year.

Farm-Level Benefits Increased employee loyalty

Higher quality work


Ag Help Wanted (Chapter 3) byRosenberg et al., 2002.http://agecon.uwyo.edu/aglabor/FrameOnlineReferences.htm

Farm Labor Contracting,Agricultural Personnel Manage-

ment Program (contains samplecontracts for growers and FLCs):http://are.berkeley.edu/APMP/pubs/flc/farmlabor.html

Labor Management in Agricul-ture (Chapters 2 & 3), by G.Billikopf, 2003:www.cnr.berkeley.edu/ucce50/ag-labor/7labor/001.htm

7. Direct Hiring and Recruitment


Interviews are important in order to understand the experience and knowledge base of

prospective employees. Performance tests are another way to ensure that employees

have the skills youre looking for.

If you do use a farm labor contractor(FLC) . . .

Seek out FLCs with goodreputations. Check references.

Make sure the FLC is compli-ant with state labor laws anduse a contract. See Resourcesfor templates.

Provide training and oversightof FLC workers.


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We have leaders with a lot ofresponsibility, but we dont call them

foremen or mayordomos. We makesure their authority is limitedWeencourage team management.Welook for people who dont want tobe authoritarian, who can organize

people, foster cooperative work, andminimize conflict. We try to cooper-ate, not dominate.

- Employer, Central California


Many growers have found that ademocratic, team-based approachto management and supervision cansuccessfully motivate employees andresult in significant cost savings.

How do I implement this practice? Instead of foremen, utilize team

leaders to help provide guidanceand motivation while workingalongside other employees.

Practice the MBWA managementstyle management by walkingaround.

Communicate directly withemployees on a daily basis. If pos-sible, learn to speak with them intheir own language.

Encourage collaboration betweenemployees, allowing workers tohelp one another and train newemployees.

Define specific roles for eachemployee and let them know howtheir performance will be evalu-

ated. Formal performance ap-praisals should give employees a

chance to evaluate themselves,their successes, and areas for improvement.

Resolve conflicts promptly usinga mediational, rather than au-thoritarian, approach.

Farm-Level Benefits

Reduced supervision costs

Increased employee investmentand commitment to the farm

Higher quality work


Ag Help Wanted (Chapter 4) byRosenberg et al., 2002:http://agecon.uwyo.edu/aglabor/FrameOnlineReferences.htm

Labor Management in Agriculture(Ch. 9) by G. Billikopf, 2003:www.cnr.berkeley.edu/ucce50/ag-labor/7labor/001.htm

Party-Directed Mediation: Help-ing Others Resolve Differences,by G.t Billikopf, 2004:

www.cnr.berkeley.edu/ucce50/ag-labor/7conflict

8. Team-Based Management Structures

Employees can teach each other how the business works. In the process, everyone learns

leadership, responsibility and cooperation.


They (the management) trust us. They dont stand over us all

the time. They tell us what is needed and we do it. Theyve seen

that as they trust us more, there is improvement in production,

in both quality and quantity.

Farm Employee


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Here we have meetings and thepatrn informs us about what is

happening on the farm. He takes usinto account. He asks our opinionabout things.

- Employee, Central Coast, Calif.

What does this mean?ere are a range of practices thatfoster good communication be-tween employers and employees.Some, such as safety meetings, em-ployee orientations and employeehandbooks, are focused on commu-

nicating information and expec-tations. Others, such as regularmeetings and grievance procedures,provide opportunities for workerrepresentation and participation indecision-making processes.

How do I implement this practice? Hold regular staff meetings

with employees to discuss im-portant topics such as produc-tion tasks, personnel conflicts,

or safety concerns. Encourage employee feedback

and ideas about workplacepractices and production issues.

Provide formal orientations fornew employees about benefits,job expectations, and workplacepolicies. Update all employeesregularly about changes to ben-efits or compensation packages.

Institute formal grievance pro-cedures, making sure employeesknow they can freely approachteam leaders or higher manage-ment with problems.

Codify workplace policies andpractices in written employee

handbooks. Make sure they aretranslated.

Conduct employee surveys toidentify worker concerns andobtain direct feedback aboutwork-related issues.

What are other farmers doing?A vineyard holds an annual meet-ing for its business partners, inves-tors and employees. All permanentand seasonal employees are paid toattend the meeting, and a Spanish

interpreter is provided.Farm-Level Benefits

Valuable input and informationfrom employees to strengthenthe farm operation

Increased sense of employeeloyalty and investment inthe farm

Reduced incidence of employeedissatisfaction

Additional Information and Resources Easily create an employee hand-book using any of these resources:

e USDA Forest Service Em-ployee Handbook Template:www.na.fs.fed.us/wihispanic/De-fault.htm

Labor Management in Agricul-ture (Chapter 17) by G. Bil-likopf, 2003:

www.cnr.berkeley.edu/ucce50/ag-labor/7labor/001.htm

Ag Help Wanted, by Rosenberget. al., 2002. See Chapter 6 forlinks to employee handbooksoftware and templates:http://agecon.uwyo.edu/aglabor/FrameBookContents.htm

9. Open Communication and Decision Making

Photocredit:RexD

ufour

Regular staff meetings with employees provide a place to discuss production tasks,

personnel conflicts, and safet y concerns.


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Here they give lots of opportuni-ties for advancement. I started as aharvester and now I run machinery.Tey help you get the training andlicenses to operate machinery. Ihave more motivation now. I wantto keep moving up.

Employee, Central Valley Farm


Many employees express apprecia-tion for opportunities to broadentheir skills or advance into differentpositions on the farm. Diversifiedcropping systems lead to a greatervariety of tasks for workers, who en-joy learning about different aspectsof the farm operation. Growers canprovide formal and informal op-portunities for employees to gainnew technical or managerial skills

through on-the-job training, formaleducation, or attendance at confer-ences and workshops.


Encourage & reward employeeinitiative to develop skills and takeon new responsibilities.

Create a transparent system ofpay raises that rewards workers for

each season they complete (steps)and clearly defined higher levelsof responsibility (grades).

Expose employees to differentaspects of the farm operation.

Encourage attendance at localtrainings and conferences, manyof which have Spanish-languagetracks.

Provide supervisory manage-ment training to workers who arepromoted to supervisory roles. Besensitive to conflicts of interestthat may arise when workers areresponsible for managing friends

and family members. Provide opportunities for employ-

ees to gain legal certifications that

10. Opportunities for Professional Development

and Advancementwould enable them to performmore highly skilled tasks such asequipment handling or pesticidesafety training.

Provide opportunities for formaleducational advancement at localcommunity colleges.

Farm-level Benefits

Increased retention of motivatedand talented employees.

Skilled and trained employeesensure higher product quality.


Labor Management in Agriculture(Ch. 4 & 5), G. Billikopf, 2003.www.cnr.berkeley.edu/ucce50/ag-

labor/7labor/001.htm Contact your local agricultural

commissioner office to find outabout certification trainings.

Contact your local cooperativeextension for information aboutupcoming agricultural conferenc-es and workshops in your area.


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Food Alliancewww.foodalliance.org/

Food Alliance is a nonprofit, third-party certification program thatpromotes sustainable agriculture.

National Sustainable Agriculture

Standard (DRAFT)www.leonardoacademy.org/Projects/SustainAgStdDevelopment.htm

Formal proceedings to establish thefirst national standard for sustain-able agriculture were launched inOctober 2007. Stakeholders areinvited to shape the standard in acollaborative process governed bythe American National StandardsInstitute (ANSI).

Scientific Certification Systemswww.scscertified.com

SCS is a third-party provider of cer-tification services offering numerouscertification programs including

social responsibility standards, aFair Labor Practices and Commu-nity Benefits label, and the Verifloralabel for the floral industry.

The Agricultural Justice Project (AJP)www.cata-farmworkers.org/ajp

e AJP is a collaboration of orga-nizations that has developed a set ofsocial justice standards for organicand sustainable agriculture. In thesummer of 2006, AJP and the LocalFair Trade Network in Minneapolislaunched a Domestic Fair Tradelabel based on the AJP standards.

Socially Accountable FarmEmployers (SAFE)www.safeagemployer.org

SAFE is a nonprofit organizationthat provides independent auditingand certification of fair, lawful farmlabor practices in the agricultureindustry.

Lodi Ruleswww.lodiwine.com/lodirules_home1.shtml

e Lodi Rules are sustainablewinegrowing standards that are be-ing implemented on a regionwidebasis. e Rules originated in 2001with grower-members of the Lodi-

Woodbridge Winegrape Commis-sion. Participating growers can gettheir vineyards certified as produc-ing sustainably grown wine grapes.e program is certified by a thirdpartythe nonprofit organizationProtected Harvest.

California Sustainable WinegrowingAlliance (CSWA)www.sustainablewinegrowing.org

e CSWA has an online Codeof Sustainable Winegrowing Prac-tices workbook that translatessustainability principles into specificwinegrowing and winemaking prac-tices, including labor managementand community responsibility.

Adding Value to Your Products with Positive Labor PracticesA Guide to New Market Opportunities

Improving compensation and benefits for your agricultur-

al employees can be economically challenging. However,

new market-based opportunities are emerging that may

help you offset the costs associated with improving work-

ing conditions for your employees.

Many consumers today are looking to buy products from

businesses that demonstrate social responsibility. Food

retailers and restaurant chains have responded to this

trend by setting standards throughout their supply chains

that incorporate fair farm labor practices. Producers are

differentiating themselves by advertising their responsi-

ble labor practices either directly to consumers or through

certification and labeling programs.

Below are several examples of U.S.-based programs that

support and/or certify growers who cultivate positive

labor management practices.


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Ag Help Wanted:

Guidelines for ManagingAgricultural LaborBy H. Rosenberg, R. Carkner, J. Hewlett,L. Owen, T. Teegerstrom, J. Tranel, andR. Wegel. 2002.

www.aghelpwanted.org

is book is available at no costonline and contains numerous linksto further resources.

Agricultural Labor Management

University of Californiawww.cnr.berkeley.edu/ucce50/ag-labor

Developed by Gregorio Billikopf,this site offers downloadable books,research papers, articles, audio semi-nars, electronic discussion groups,and other resources about agricul-tural labor management in Englishand Spanish. Labor Management inAgriculture: Cultivating PersonnelProductivity (2003), by G. Billikopf,

is available to download at no cost.

Agricultural Labor ManagementUniversity of Vermontwww.uvm.edu/~farmlabr/

e University compiles this infor-mation about labor managementfor agricultural producers.

Ag Manager InfoKansas State Universitywww.agmanager.info

is site provides useful informa-tion and tools for agriculturalemployers and managers.

Further Agricultural Labor Management Resources


Farm Labor Managementwas produced by CIRS and NCAT. CIRS 2008.

ATTRA #IP324, Slot 318.is publication is available on the

ATTRA website:www.attra.ncat.org.To download it for free, go to:www.attra.ncat.org/attra-pub/PDF/positive_labor.pdf

To access it online, go to:www.attra.ncat.org/attra-pub/positive_labor.html

California Institute for Rural Studies

is a nonprofit research organization thatworks toward a rural California that issocially just, economically balanced,and environmentally sustainable. Inkeeping with a public-service ap-proach to research, CIRS disseminatesits research findings to policy makers,stakeholder organizations, and thegeneral public.

California Institute for Rural Studies221 G Street, Suite 204Davis, CA 95616530-756-6555, www.cirsinc.org

The National Center for Appropri-

ate Technologyis a private nonprofitorganization that since 1976 has helpedpeople by championing small-scale,local and sustainable solutions toreduce poverty, promote healthycommunities, and protect naturalresources. ATTRAthe NationalSustainable Agriculture InformationServiceis a project of NCAT, fundedthrough the USDA Rural Business-

Cooperative Service.ATTRA / NCAT California OfficePO Box 2218; Davis, CA 95617530-792-7338; 1-800-346-9140www.attra.ncat.org

Agricultural Personnel

Management ProgramUniversity of California, Berkeleywww.apmp.berkeley.edu

is is an information centeron farm employment, manage-ment, and related policy issues.

Dr. Vera BitschAgricultural Economics &Agribusiness ManagementMichigan State Universitywww.msu.edu/~bitsch

News and information aboutlabor laws and labor manage-ment are found on this site.

Farm Employers Labor Servicewww.fels.org

Here are resources about com-plying with labor laws and effec-tively managing labor relations.

Farmworker Institute forEducation and LeadershipDevelopment (FIELD)www.farmworkerinstitute.org

is nonprofit offers educationand employment training foragricultural employees.

How to Stabilize Your Farm WorkForce and Increase Profits, Produc-

tivity, and Personal SatisfactionBy Suzanne Vaupel, Gary Johnston,Franz Kegel, Melissa Cadet, andGregory Billikopf. 1995.

www.sarep.ucdavis.edu/pubs/pubs.htm

Front Cover: The top left and bottom right photographs were taken at the Agriculture & Land-Based Training Association (ALBA

www.albafarmers.org)in Salinas, California by Rex Dufour, NCAT California Regional Office Director. The top right and bottom left

photographs were taken at Full Belly Farm (www.fullbellyfarm.com) in Guinda, California by farmer Judith Redmond.

positive labor

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